TARA FELA-DUROTOYE is the founder of House of Tara International, which she led for 25 years before transitioning to ROSEMARY LAYODE, the new managing director. Hearing both of them share on this decision was quite motivating. Handing over is good, but handing over to a competent person is even better. A one-of-a-kind interview, KEMI AJUMOBI writes.
TARA FELA DUROTOYE
Tara Fela-Durotoye is a pioneering beauty entrepreneur, leadership coach, and mentor. She is the founder of House of Tara International, Africa’s leading indigenous beauty brand, which she led for 25 years before transitioning to a new Managing Director in 2024. She also founded SEEP Africa, a platform dedicated to training and placing over one million sales professionals and entrepreneurs by 2028. A passionate advocate for entrepreneurship and business sustainability, Tara now focuses on mentoring high-impact founders and executives, serving as a board advisor, and sharing governance insights through thought leadership. She is also building Your Name – Africa, a private label company helping makeup artists and influencers launch their own beauty brands. Beyond business, Tara is a sought-after speaker, mentor, and advocate for women in leadership. She has been married to Fela Durotoye for over 23 years, and they have three sons.
After leading House of Tara for 25 successful years, what were some of the pivotal moments that shaped the brand’s identity?
Several defining moments shaped House of Tara’s identity. One was launching Nigeria’s first makeup studio and school at a time when the industry didn’t exist. Another was the decision to create the Tara Beauty Entrepreneur programme, which empowered thousands of women to become financially independent. Our expansion across Africa and the deliberate creation of governance structures for leadership transition were also key. Each of these moments reflected our values of innovation, empowerment, and legacy.
How has your journey as an entrepreneur evolved over the years, and what key lessons have you learnt along the way?
In the early years, I was a passionate founder solving problems through intuition. Over time, I evolved into a structured, strategic leader who understands the importance of systems, people, and succession. The biggest lesson? Success isn’t just about building, it’s about letting go at the right time to allow something greater to emerge.
In truth, how did it feel handing over your business to someone else after 25years? What have you learnt from this experience?
It was emotional—like handing over a piece of your soul. But it was also freeing. I had prepared the ground, laid the foundation, and trusted the process. I learnt that legacy isn’t in holding on—it’s in knowing when to let go. My advice? Plan early, build systems, and trust that your dream is bigger than you.
What led you to establish SEEP Africa, and what impact do you hope it will have on entrepreneurs across the continent?
SEEP Africa was born from a desire to address the missing middle—the entrepreneurs and sales professionals who need structure, not just inspiration. After years of building a brand, I realised we weren’t just in beauty—we were in business. SEEP is designed to transfer that operational wisdom to help others build enduring, profitable businesses. My dream is to see it spark a new generation of structured entrepreneurs across Africa.
With a goal to train and place over one million sales professionals and entrepreneurs by 2028, what strategies are you implementing to achieve this ambitious target?
We’re adopting a scale-first mindset: leveraging partnerships with corporate organisations, government, and tech platforms to deliver blended learning. We’re building a scalable curriculum, deploying experienced facilitators, and creating job placement pipelines through collaborations with businesses that need sales talent.
As you transition from leading House of Tara International to focusing on mentoring and advisory roles, what do you envision for the future of the beauty industry in Africa?
I see African beauty becoming increasingly localised and tech-enabled. Brands will build deeper connections with consumers through storytelling, AI, and community. There’s immense opportunity for professionalisation—more structured brands, trained artists, and retail expansion. I also see beauty as a tool for economic empowerment, especially for women.
Who and what have been the most significant influences in your life and career, and how have they shaped your worldview?
My faith has been my compass—guiding how I lead and love. My husband, Fela, has been a constant source of wisdom and encouragement, and the entrepreneurs I’ve mentored—they inspire me to keep dreaming and building. Each of them has reminded me that our work is never really about us—it’s about who we empower through it.
As a speaker, what key messages do you aim to convey about women’s empowerment and leadership?
I tell women: your voice matters, your vision is valid, and your values can shape culture. Leadership isn’t about waiting for permission—it’s about showing up consistently and creating change from where you stand. Empowerment begins with clarity—about who you are, what you stand for, and where you’re going.
What legacy do you hope to leave with your work in beauty, entrepreneurship, and leadership?
That I built people—not just businesses, that I showed it’s possible to be strategic and spiritual, visionary and vulnerable, and that I left behind systems, stories, and structures that others could build on. Ultimately, my legacy is the lives I’ve empowered and the leaders I’ve raised.
How can individuals and organisations support the growth of women in leadership roles across various sectors?
By being intentional about representation, mentorship, and equitable policies. Create rooms where women can speak—and be heard. Support their businesses. Invest in their leadership development, and celebrate not just their outcomes, but the courage it takes to lead.
As you continue to evolve in your career, what are your personal and professional aspirations for the next few years?
Personally, I want more time for writing, reflection, and rest. Professionally, I’m focused on mentoring high-impact founders, shaping governance narratives, and expanding SEEP Africa’s footprint. I also want to write more—books that inspire structure, soul, and legacy.
Is there anything else you would like to share about your journey or initiatives for inspiring future generations of entrepreneurs?
The journey is not always linear. There are days you feel unsure, but every experience is preparing you to build something meaningful. Don’t just chase success—design a life and business that serves your purpose and people. That’s what I call ‘Life by Design.’
Your wishes for the new head of HOTi and the company as a whole
To Rosemary, our new MD, may you lead with courage, clarity, and compassion. To the House of Tara team, continue building with excellence, integrity, and innovation. And to the next generation, take what we’ve built and make it even better.
Rosemary Layode
Rosemary Layode is a seasoned business leader with over 20 years of experience driving growth and innovation across consulting, wholesale, and retail sectors. She holds a Bachelor of Science in Geology from the University of Nigeria, Nsukka, a Post-Graduate Diploma in Marketing Management from the Chartered Institute of Marketing UK, and an MBA in Marketing Management from Ladoke Akintola University of Technology.
Her professional journey includes a role as Assistant Project Supervisor in the Operations Division at Total Nigeria Plc, where she managed financial and technical data, oversaw network rebranding, and supervised electrical upgrades. She also served as Head of Customer Engagement at Montaigne AH LTD, a leading luxury goods company, where she was recognised for building high-performing teams, maximising customer satisfaction, and spearheading sales initiatives.
In March 2024, Rosemary was appointed as the Managing Director of House of Tara International (HOTi), a pioneering Nigerian beauty brand. This appointment marks a significant milestone in the brand’s 27-year history, with founder Tara Fela-Durotoye expressing confidence in Rosemary’s ability to lead the company into its next phase of growth and innovation.
Throughout her career, Rosemary has demonstrated a commitment to operational excellence, customer engagement, and market innovation, positioning her as a transformative leader in the African beauty industry.
Why did you say yes to House of Tara’s call?
The same thing that motivates me- purpose. I’ve always felt a call on my life to go beyond serving just for myself. Earlier, I had received another equally attractive offer, I knew it wasn’t just about the opportunity but about the alignment with my destiny. HOTi represents more than a job for me, it’s a calling and a chance to be part of something bigger, to contribute to a vision that resonates deeply with my own. This is where I believe I can make the most impact not just for myself, but for others, building a legacy that outlasts individual success. Saying yes to HOTi felt like saying yes to a mission that’s in perfect harmony with my own purpose in life.
What strategies would you implement as the new MD of HOTi?
My immediate strategies may not come as a surprise to those who’ve followed HOTi closely. What you’ll be seeing from me is the intentional implementation of plans that have been in the pipeline—those aligned with our long-term growth vision. At the heart of everything, we’ll be doubling down on who we are: the pioneering and leading indigenous beauty brand. Every move we make will reinforce that identity. One key area of focus will be collaboration. We’ll be partnering with major stakeholders not just within the beauty industry, but in complementary sectors as well. It’s all about that and creating more opportunities, not just for HOTi, but for the broader community of growing businesses around us. It’s an exciting time, and I’m here to ensure it works.
What trends will shape the African beauty industry in the next few years?
One powerful trend I see is collaboration—across borders, beyond ethnicity or geography. African countries are coming together, unified by shared purpose and vision. That unity is shaping a collective identity in the beauty space, forming a force to be reckoned with. We’re seeing a shift where local brands are no longer just representing their countries—they’re representing the continent. That sense of pride is pushing our products and stories beyond borders, making African beauty more visible and respected on the global stage. Another key trend is the rise of indigenous ingredients and formulations. Consumers are looking inward, appreciating the richness of our natural resources and traditional knowledge. That’s fueling a new wave of product innovation that is authentically African.
Technology is also playing a major role—from e-commerce to AI-driven personalisation. It’s making beauty more accessible, more tailored, and more connected than ever before. And guess what? HOTi is strongly in on this. You’ll be seeing us make strategic moves—spreading our tentacles beyond the country, collaborating and supporting brands who are just as committed to making a lasting mark on our landscape. What excites me most is that we’re not just catching up—we’re creating our own lane. The African beauty industry is finding its voice, and the world is listening.
How can HOTi leverage these trends and perfect its position as a pioneering brand?
You’re trying to let the cat out of the bag! HOTi is not just taking part, we’re playing a pivotal role. We’re set to spearhead a series of bold, strategic initiatives that will not only position us for growth, but also create a ripple effect for others to thrive. And yes, we’ll be right there supporting those who are aligned and ready to move with us. We’re creating platforms and opportunities that extend across the continent opportunities that empower people, elevate businesses, and contribute meaningfully to the wider economy. These moves are not just about HOTi, they’re about building a stronger, more unified African beauty industry. One that’s globally competitive, locally rooted, and economically impactful.
How do you balance innovation and operational excellence in a fast-paced industry like beauty?
For me, innovation and operational excellence go hand-in-hand, they’re not opposing forces. In a dynamic industry like beauty, we don’t have the luxury of choosing one over the other. To stay relevant and lead, we must do both—and do them well. The key is staying deeply connected to the market while building strong internal systems. Innovation starts with listening to our customers, our teams, and the shifts happening around us. It’s about being bold and forward-thinking, yes—but it must be grounded in a solid structure that allows us to deliver consistently and with excellence.
Already, HOTi fosters a culture that encourages fresh thinking, while investing in people, processes, and technology that keep us efficient, agile, and resilient. And that’s how we’ll continue to lead—by being both visionary and reliable.
Customer engagement is critical in retail. What are your thoughts on the role of digital marketing and social media in enhancing customer interactions?
At HOTi, we see these tools of technology as key to enhancing the entire customer experience. We’re going into storytelling, creating emotional connections, and building a community around shared values. We’re not just showcasing products, we are creating conversations, listening closely, and showing up with content that reflects who we are and who we serve.
In all of this, let’s not forget the human touch. That’s non-negotiable. Behind every like, share, and comment is a real person. So, while we leverage digital platforms in smart, strategic ways, we’ll always do so with warmth, empathy, and intention. Because in the end, people may forget what you say, but they won’t forget how you made them feel.
How would you explain fostering innovation within the company to keep up with changing consumer preferences?
To foster innovation within a company and keep up with changing consumer preferences, we must recognise that customers are at the heart of every business. Their needs and desires guide the direction of innovation, ensuring the company remains relevant and competitive. This approach leads to customer-driven innovation, a form of market pull innovation, where businesses adapt based on consumer insights and feedback. Instead of innovating from internal ideas alone, businesses listen to what customers want and evolve accordingly. For example, House of Tara, a leading beauty brand in Nigeria, has thrived by focusing on the needs of African women. By understanding the demand for makeup that suits darker skin tones, House of Tara innovated by offering a wide range of products tailored to this demographic. They also engage their customers by providing beauty education and creating a community around their brand, ensuring that they’re always aligned with changing beauty trends and preferences. As a company, we continue to create a culture where feedback from customers informs our decisions, enabling us to respond quickly to evolving market demands and stay ahead of the competition.
What is your vision for House of Tara International over the next five years?
I love this question so much because everything we have been talking about is rooted in what one woman’s vision produced. She dared to start: from her youth, with boldness, foresight and resilience. My vision for HOTi in the next five years is to take us from honoring dreams to fully realising them. We will boldly scale, deepen our impact across the African continent, and build systems that ensure sustainable growth. This is the next phase of the dream—where we lay a rock-solid foundation for the future, so the next MD inherits not just a legacy, but a launch-pad. I’ll make sure of that.
When people think of bold possibilities in beauty and business—they will think HOTi. Because in five years, we will be the globally respected brand we once only dreamed of.
What motivates you personally in your professional journey?
What truly motivates me is knowing that my journey is about more than just personal success. It’s about creating opportunities for others, empowering those around me to reach for their own greatness. When I succeed, it’s not just a win for me, it’s a win for my community, my team, and those who look up to us as a model for what’s possible. This is possible because of what house of Tara stands for. I’m inspired by the idea that we all rise together. Whether it’s mentoring the next generation of leaders, or seeing a colleague take their skills to the next level, knowing that my actions have a positive ripple effect is what keeps me moving forward. Because of my role in HOTi, I’m fulfilling destiny and impacting my generation.
What advice would you give to aspiring leaders in the beauty and retail sectors?
My advice is simply what I’ve learnt from working with Tara: Lead with purpose, stay authentic, be audacious, and always keep learning. But here’s the key, don’t stand alone. As a leader, it’s crucial to give a helping hand and support those around you. Lift others up, help those in need, and create an environment where everyone can grow. Leadership is not just about what you achieve, it’s about how you empower others to achieve alongside you. Stay true to your vision, take bold risks, and remember that growth is a journey, not a destination. Leadership is about serving others, not just leading them.
As you step into your new role, what message do you want to convey to the employees and stakeholders of House of Tara International?
It’s been one year already and I honestly couldn’t have come this far without the incredible support of the team. I always tell my team, “The strength of a leader is in their team,” and this past year has proven that to be true in every way. Your belief, resilience, and commitment have made this journey worthwhile. I’m deeply grateful. A special mention to my executive coach, who has been instrumental in helping me grow not just as a professional, but as a better leader and communicator. That guidance has made a world of difference. To our stakeholders, thank you for trusting the vision and the choice of the founder in appointing me. We are building something significant here—grounded in purpose, bold in execution, and centered on people. This is just the beginning, and I’m excited for what we’ll create together.
How do you plan to measure success in your new role?
For me, success in this role is about a few key things, growth, impact, and honouring the incredible legacy of House of Tara. First, I’ll measure success by how well we grow whether that’s increasing our reach, boosting revenue, or continuing to innovate in the African beauty space. But growth is more than just numbers, it’s about ensuring we’re staying relevant, fresh, and true to what House of Tara represents. Secondly, I want to ensure that House of Tara’s legacy, one of empowerment, beauty, and entrepreneurship continues to thrive. I’m committed to building on the foundation that Tara has created, while also making sure that our impact is felt more broadly, both within and outside the business. And finally, I’ll measure success by how I inspire others. I believe leadership isn’t just about achieving goals, but also about motivating others in the industry, especially the next generation of business leaders. If I can create a role that shows what’s possible for women in business, and inspire others to take bold, purposeful steps in their careers, then I’ll know I’ve succeeded.
Is there anything else you would like to share about your vision for HOTi or your leadership philosophy?
My leadership philosophy is rooted in a deep sense of purpose. I believe every individual whether in business, government, or any other sphere should strive to build something that benefits their community, not just themselves. At the end of the day, the wealth, titles, and recognition we accumulate won’t follow us. But the impact we make on people’s lives that’s what truly lasts. If more of us led with that mindset, imagine what Nigeria could look like in just two years. That’s the kind of leadership I believe in. One that prioritises legacy over ego, service over self, and long-term impact over short-term gain.
